Question

Do characteristics of identity play a role in how successful/unsuccessful, accepted/rejected leadership ACTIONS are, within a situational context? Might a theory of adaptive leadership be tied more to participant perceptions of action? Is this a conversation of a more collective/inclusive course-of-action analysis based on how leadership presents itself in context? In lay-terms, is adaptive leadership a theory that says, leadership makes decision in a way that recognizes participant perceptions of leadership based on intersections of identity and the workplace?

Answer 1

Adaptive Leadership is an effective leadership framework, which helps individuals as well organizations to adapt and flourish in challenging environments. It is being liable, individually and collectively, to embrace the progressive but meaningful method of change. It is about diagnosing the necessary from the expendable and producing a real test to the status quo.

_{Source: Cambridge Leadership Associates}

It is a ‘distributed leadership’ structure that means leadership can be achieved by people across a business and only by senior management roles. Adaptive challenges are where there is ‘a gap between aspirations and operational capabilities which cannot be closed by the expertise and methods currently in place’ (Creelman, 2009, p. 1).

Center to adaptive work are three main activities:

1. Inspecting events and models, taking information as data without forming opinions or making hypotheses about the meaning
2. Tentatively translating observations by developing varied hypotheses

3. Designing arbitrations based on your observations and analyses in the service of shaping progress on the adaptive difficulty.

Thus characteristics of identity don't play a major role in how successful/unsuccessful, accepted/rejected leadership actions are in a situational context as per the adaptive leadership theory.